1、原文SOMEDETERMINANTSOFSALESFORCEEFFECTIVENESSPEDROCANALESTHEORETICALFOUNDATIONSANDHYPOTHESESDEVELOPMENTTHEEFFECTIVENESSOFASALESORGANISATIONMAYBEDENEDASANOVERALLEVALUATIONOFTHERESULTSOBTAINEDEITHERBYTHEORGANISATIONASAWHOLEORBYAGROUPOFSALESPEOPLEPROVIDINGTHEIROWNINDIVIDUALACHIEVEMENTSCHURCHILLETAL,1993,
2、2000SUCHEVALUATIONISDONETHROUGHTHEUSEOFCERTAINNANCIALINDICATORSSUCHASMARKETSHAREORTHECONTRIBUTIONTOBENETJACKSONETAL,1995INGRAMETAL,2001TOGETHERWITHTHESENANCIALINDICATORS,THEREAREOTHEREFFECTIVENESSINDICATORSRELATEDTOELDSALESMANAGERSATISFACTIONFOREXAMPLE,GAININGNEWCLIENTSTHISEFFECTIVENESSISSUBJECTTOMA
3、NYINUENCES,BOTHINTERNALFOREXAMPLE,MANAGERSTHEMSELVESORSALESPEOPLEANDEXTERNALFOREXAMPLE,THESALESPEOPLESWORKINGENVIRONMENTTHUS,EFFECTIVENESSMAKESREFERENCETOSOMEINDICATOROFTHERESULTFORWHICHTHESALESPERSONISPARTIALLYRESPONSIBLEANDWHICHISINUENCEDBYASERIESOFFACTORSNOTSUBJECTTOHIS/HERCONTROL,CALLEDNONPERSON
4、ALFACTORSORORGANISATIONALANDENVIRONMENTALVARIABLESMORESPECICALLY,INACCORDANCEWITHCRAVENSETAL1992BABAKUSETAL1996GRANTANDCRAVENS1999BALDAUFETAL2001A,BPIERCYETAL2001ROMANETAL2002ORFUTRELL2003,EXISTINGLITERATUREONTHESUBJECTHASTRADITIONALLYIDENTIEDASPECTSRELATEDTOTHECONTROLOFTHESALESFORCE,PROFESSIONALISM
5、,THEPERFORMANCEOFTHESALESPERSONSBEHAVIOURANDINDIVIDUALPERFORMANCEASKEYASPECTSFORDETERMININGEFFECTIVENESSTHESECONCEPTSAREANALYSEDBELOWASINDICATEDBYANDERSONANDOLIVER1987,THECONTROLOFTHESALESFORCEMAYBEDENEDASTHEDEGREEOFMONITORING,EVALUATIONANDREWARDTHATTHOSEINCHARGEOFTHECONTROLEXERTONSALESPEOPLESOTHATT
6、HELATTERDEVELOPTHEIRTASKSANDRESPONSIBILITIESANDCONSEQUENTLY,THECOMPANYSOBJECTIVESAREACHIEVEDJAWORSKI,1988JAWORSKIETAL,1993THESALESMANAGEMENTMAYCHOOSEBETWEENTWOOPPOSED,BUTCOMPLEMENTARYSYSTEMS,INORDERTOIMPLEMENTTHECONTROLTASKSBEHAVIOURCONTROLANDOUTCOMERESULTSCONTROLANDERSONANDOLIVER,1987MARSHALLANDMOW
7、EN,1993CANALESANDTORAN,1998BALDAUFETAL,2001A,BBALDAUFETAL,2002BEHAVIOURCONTROLISTYPICALLYCENTREDONSALESPERSONJOBINPUTSUNDEROUTCOMECONTROL,SALESREVENUEISTHOUGHTTOBEASUFCIENTCRITERIONFORSALESPROCIENCYBOTHCONTROLSYSTEMSAREPARTOFTWOEDGESINACONTINUUMHOWEVER,ACOMPANYSCONTROLSYSTEMISUNLIKELYTOBELOCATEDPREC
8、ISELYATONEOFTHETWOEDGESANDITISMORELIKELYTOCONTAINELEMENTSOFBOTHKUSTERANDROMAN,2006OLIVERANDANDERSON1994,1995IDENTIFYTHREEELEMENTSTHATALLOWTHEAPPROACHUSEDBYCOMPANIESTOCONTROLTHEIRSALESPEOPLECOMMITMENTLEVEL,SUBJECTIVECONTROLMECHANISMSANDREMUNERATIONSYSTEMTHUS,INCOMPANIESWHEREBEHAVIOURCONTROLISMAINLYUS
9、ED,MANAGEMENTHASANIMPORTANTCOMMITMENTTOTHATTASK,WHICHIMPLIESGREATERINVOLVEMENTINTHESUPERVISION,MANAGEMENTANDCONTACTBETWEENSALESPEOPLEANDSUPERVISORSTHANWHENRESULTCONTROLISUSEDSECOND,ACOMPANYPLACINGMOREEMPHASISONBEHAVIOURTHANONRESULTSUSESMORESUBJECTIVEMECHANISMSTOCONTROLTHEIRSALESFORCETHANWHENTHECONTR
10、OLISONRESULTSTHIRD,THEIMPLEMENTATIONOFTHECONTROLSYSTEMSISRELATEDTOTHEREMUNERATIONSYSTEM,BASEDONAXEDSALARYIFTHECONTROLISONBEHAVIOURANDONACOMMISSIONBASEDREMUNERATIONWHENCONTROLOFRESULTSISAPPLIEDADDITIONALLY,THISTYPEOFSYSTEMMAKESITEASIERFORSALESPEOPLETODEVELOPSALESACTIVITIESFOCUSEDONCLIENTSATISFACTIONS
11、CHWEPKERANDGOOD,2004,ANDETHICALSALESBEHAVIOURROMANANDMUNUERA,2005INADDITION,ASMAYBECONCLUDEDFROMCHOIETALS2004WORK,THISSYSTEMMAKESTHEDEVELOPMENTOFSALESPEOPLESSKILLSANDKNOWLEDGEEASIERTHEABOVEDISCUSSIONSUGGESTSTHATGREATERCONTROLOFSALESPEOPLE,ESPECIALLYTHEIRBEHAVIOUR,IMPROVESSALESFORCERESULTSACCORDINGTO
12、STUDIESOFSALESFORCECONTROL,THEPROPERDESIGNOFCONTROLSYSTEMSSHOULDPOSITIVELYMOTIVATETHESALESFORCECHALLAGALLAANDSHERVANI,1996SUCCESSFULANDMOREPRODUCTIVESALESPEOPLESHOULDINTURNBEAPPROPRIATELYREWARDEDINADDITION,THEINUENCEOFTHESALESCONTROLSYSTEMSONTHEMOTIVATIONOFTHESALESFORCESHOULDPOSITIVELYIMPACTTHEORGAN
13、ISATIONSLONGTERMPROTABILITYCOUGHLANANDSEN,1989THUS,PIERCYETAL1997FOUNDTHATTHEELDSALESMANAGEROFTHEMOSTEFFECTIVESALESFORCEDEVOTEDGREATEREFFORTTOBEHAVIOURCONTROLRELATEDTASKSFOREXAMPLE,THEELDSALESMANAGERSOFTHEMOSTEFFECTIVETEAMSHIGHLIGHTEDSALESPEOPLETRAININGASATOOLFORDEVELOPINGALLTHEIRPOTENTIALADDITIONAL
14、LY,BALDAUFETAL2001AWEREABLETOPROVEAPOSITIVERELATIONBETWEENSALESPEOPLECONTROLLEDBYMEANSOFSYSTEMSBASEDONBEHAVIOURANDHIGHEREFFECTIVENESSLEVELSTHEREFORETHEFOLLOWINGRESEARCHHYPOTHESISISPROPOSEDH1THEGREATERTHECONTROLOFSALESPEOPLESBEHAVIOUR,THEGREATERTHELEVELOFSALESFORCEEFFECTIVENESSINTERMSOFASALESFORCEEFC
15、ACYANDBSUPERVISORSATISFACTIONREGARDINGPROFESSIONALISMOFTHESALESFORCE,FOLLOWINGANDERSONANDOLIVER1987,THEMAINPROFESSIONALBEHAVIOURRELATEDCHARACTERISTICSOFTHESALESFORCEINCLUDEATTITUDE,MOTIVATIONANDTHESALESPERSONSSTRATEGICBEHAVIOURORAPPROACHTHUS,AMONGTHEATTITUDESOFTHESALESFORCE,PROFESSIONALCOMPETENCIES,
16、ORSPECICKNOWLEDGEANDSKILLSRELATEDTOASALESPERSONSWORKMUSTBEEVALUATEDANDERSONANDOLIVER,1987THESEINCLUDEASPECTSSUCHASKNOWLEDGEOFTHEPRODUCTSSERVICESOFFEREDTOTHECUSTOMERS,THEKNOWLEDGEOFTHECOMPANYTHEYWORKFORORTHECONTROLOFTHESKILLSNEEDEDFORSALESCAMARAANDSANZ,2001MANNINGANDREECE,2004INHISSTUDY,BARKER1997CON
17、CLUDEDTHAT,INTHEOPINIONOFBOTHELDSALESMANAGERSOFTHESALESFORCEANDSALESMANAGERS,THEENVIRONMENTINWHICHSALESPEOPLEPERFORMPROVIDESMOREEFFECTIVESALESPEOPLEWITHGREATERKNOWLEDGEANDAHIGHERLEVELOFTRAININGINASPECTSSUCHASPRODUCTKNOWLEDGEORSALESTECHNIQUESREGARDINGMOTIVATION,ANDFOLLOWINGCHURCHILLETAL1993,2000,WECA
18、NDISTINGUISHBETWEENINTRINSICANDEXTRINSICMOTIVATIONOFTHESALESFORCETHEFORMERISOFAPERSONALTYPEANDWORKRELATEDFOREXAMPLE,JOBSATISFACTIONWHEREASTHELATTERISALIENTOWORKITSELF,FOREXAMPLE,REMUNERATIONPIERCYETAL1997CONCLUDEDTHATTHEMOSTEFFECTIVESALESFORCESWERECHARACTERISEDBYAHIGHLEVELOFMOTIVATIONOFTHEIRMEMBERS,
19、WHOFEELTHEIRWORKISIMAGINATIVEANDCREATIVEANDWHOARESTIMULATEDBYCHANGESINTHEIRENVIRONMENTFINALLY,ANDWITHINTHECONTEXTOFSALESMANAGEMENT,THESTRATEGICBEHAVIOURORAPPROACHMAYBEUNDERSTOODASTHEDEVELOPMENTOFSOMEACTIONSFAVOURINGBOTHTHEACHIEVEMENTOFTHESALESPERSONSINDIVIDUALOBJECTIVESANDTHEOVERALLOBJECTIVESOFTHESA
20、LESORGANIZATIONBALDAUFETAL,2001A,BBALDAUFETALS2001A,BSTUDYREVEALSASIGNICANTANDPOSITIVERELATIONSHIPBETWEENTHECONTROLONSALESPEOPLESBEHAVIOURANDTHEIRSTRATEGICBEHAVIOUR,WHICHLEADSTOINCREASEDEFCACYSOTHOSESALESPEOPLEWHOSEBEHAVIOURISMORESTRATEGICNOTONLYCONCERNEDABOUTTHEIRSALESBUTALSOABOUTBUILDINGCUSTOMERLO
21、YALTYCONTRIBUTEINAPOSITIVEANDSIGNICANTWAYTOIMPROVETHEEFFECTIVENESSOFTHEIRSALESFORCESUJANETAL1994SUGGESTTHATSALESPEOPLECANOBSERVETHEIRCUSTOMERSREACTIONTOTHEIRSALESSTRATEGYANDMAKERAPIDBEHAVIOURALADJUSTMENTSTHATWILLULTIMATELYLEADTOHIGHERCUSTOMERSATISFACTIONANDSALESEFFECTIVENESSINVIEWOFTHEABOVE,SALESFOR
22、CESMADEUPOFMOREPROFESSIONALSALESPEOPLEAREEXPECTEDTOBEMOREEFFECTIVEPIERCYETAL,1997GRANTANDCRAVENS,1999BALDAUFETAL,2002WETHEREFOREPROPOSEASECONDHYPOTHESISH2THEMOREPROFESSIONALTHESALESPEOPLE,THEGREATERTHELEVELOFSALESFORCEEFFECTIVENESSINTERMSOFSALESFORCEEFCACYANDSUPERVISORSATISFACTIONASSUGGESTEDINTHEINT
23、RODUCTIONTOTHISPAPER,EFFECTIVENESSANDPERFORMANCEAREDIFFERENTTERMSINTHISSENSE,ANDFOLLOWINGPIERCYETAL1997,GRANTANDCRAVENS1999,ANDBALDAUFETAL2002,THESALESPERSONSPERFORMANCEHASAPOSITIVEEFFECTONSALESFORCEEFFECTIVENESSACCORDINGTOCHURCHILLETAL1985,1993,2000,VARELA1992,GRANTANDCRAVENS1999,BALDAUFETAL2001A,B
24、,PIERCYETAL2001ANDROMANETAL2002,AMONGOTHERS,BYPERFORMANCEWEMUSTUNDERSTANDARESULTOFTHEBEHAVIOUR,WHICHISEVALUATEDINTERMSOFCONTRIBUTIONTOCOMPANYOBJECTIVES,ANDISDETERMINEDBYFACTORSTHATTHESALESPERSONCANCONTROLINCONTRAST,SALESORGANISATIONEFFECTIVENESSISDENEDASASUMMARYOFOVERALLORGANISATIONALOUTCOMESCHURCHI
25、LLETAL,2000,ANDACONSIDERABLEBODYOFEMPIRICALRESEARCHHASFOUNDTHATVARIATIONINSALESEFFECTIVENESSCANBEEXPLAINEDBYENVIRONMENTALANDORGANISATIONALFACTORSCRAVENSETAL,1993THEEXISTENCEOF“GOOD”AND“BAD”SALESPEOPLEINTERMSOFPERFORMANCEMIGHTTHUSBEDETERMINEDMORESPECICALLY,THELITERATUREDISTINGUISHESTWODIMENSIONSOFPER
26、FORMANCEBEHAVIOURPERFORMANCEANDOUTCOMEPERFORMANCEANDERSONANDOLIVER,1987BEHRMANANDPERREAULT,1982CRAVENSETAL,1993THESALESPERSONSBEHAVIOURPERFORMANCEINCLUDESASERIESOFACTIONSWHICHAREDIRECTLYORINDIRECTLYRELATEDTOSALESANDWHICHCONTRIBUTEBOTHTOTHEACHIEVEMENTOFPERSONALOBJECTIVESANDTHEOBJECTIVESOFTHEORGANISAT
27、IONTHEYWORKFORCHURCHILLETAL,2000SUCHACTIONSINCLUDETECHNICALKNOWLEDGEOFTHEIRPRODUCTSORSERVICES,ADAPTATIONTOSALESTECHNIQUES,TEAMWORKCAPACITY,TASKPLANNING,CONDUCTINGSALESINTERVIEWSANDFOLLOWUPOFTHEINTERVIEWSJOHNANDWEITZ,1989SPIROANDWEITZ,1990CRAVENSETAL,1993OLIVERANDANDERSON,1994ACHARACTERISTICCOMMONTOT
28、HESETASKSISTHATTHESALESPERSONEXERTSANIMPORTANTCONTROLOVERTHEM,REGARDLESSOFTHESALESRESULTSTHATPOTENTIALLYMAYBEACHIEVEDBALDAUFETAL,2002SALESPEOPLESACTIONSRELATEDTOTHEIRBEHAVIOURANDATTITUDEAPPEAR,INTHELITERATURECONSULTED,TOBEPOSITIVELYRELATEDTOSALESFORCEEFFECTIVENESSACHIEVINGHIGHPERFORMANCEREQUIRESSALE
29、SPEOPLEWITHSTRONGSELLINGSKILLSANDTHECAPACITYTOPLANACTIVITIESBALDAUFANDCRAVENS,2002THUS,PIERCYETAL1997CONCLUDEDINTHEIRWORKTHATMOSTEFFECTIVESALESFORCESACHIEVEDSIGNICANTLYBETTERRESULTSREGARDINGINDICATORSSUCHASMARKETSHARE,HIGHMARKUPSORTHECREATIONOFLONGTERMRELATIONSHIPSWITHCUSTOMERSADDITIONALLY,CRAVENSET
30、AL1992DETECTEDTHATMOSTEFFECTIVETEAMSACHIEVEDBETTERRESULTSREGARDINGCOMPANYOBJECTIVESSUCHASTURNOVERORCLIENTSATISFACTIONTHEREFORE,INVIEWOFTHEABOVE,WEPROPOSETHEFOLLOWINGHYPOTHESISH3THEBETTERTHESALESPEOPLESBEHAVIOURPERFORMANCE,THEHIGHERTHELEVELOFSALESFORCEEFFECTIVENESSINTERMSOFASALESFORCEEFCACYANDBSUPERV
31、ISORSATISFACTIONBASICSALESMANAGEMENTSUPPORTSAPOSITIVEIMPACTOFSALESPEOPLEOUTCOMEPERFORMANCEONSALESEFFECTIVENESSWALKERETAL,1979SALESPEOPLEARERESPONSIBLEFORIMPLEMENTINGTHESTRATEGYFORACHIEVINGSALESORGANISATIONEFFECTIVENESSBABAKUSETAL,1996THEREVIEWOFTHELITERATURECRAVENSETAL,1992BARKER,1997PIERCYETAL,1997
32、BALDAUFETAL,2001A,BBALDAUFETAL,2002,AMONGOTHERS,SUGGESTSTHATSALESPEOPLEINTHEMOSTEFFECTIVETEAMSACHIEVEBETTERRESULTSINASPECTSSUCHASINDIVIDUALSALESGURESORTHEPERCENTAGEOFSALESTONEWCUSTOMERSFOREXAMPLE,BALDAUFETAL2002STATEDTHATANIMPORTANTPREDICTOROFSALESFORCEEFFECTIVENESSWASTHELEVELOFACHIEVEMENTOFSALESPEO
33、PLESOBJECTIVESONTHEBASISOFPREVIOUSSTUDIESWALKERETAL,1979ANDERSONANDOLIVER,1987,THESEAUTHORSALSODETERMINEDTHATASCONTROLONBEHAVIOURMAKESITPOSSIBLETOALIGNTHEOBJECTIVESOFTHESALESPEOPLEANDTHESALESORGANISATION,ANDCONSIDERINGTHEPOSITIVERELATIONSHIPBETWEENTHISTYPEOFCONTROLANDTHESALESPERSONSPERFORMANCE,APOSI
34、TIVERELATIONSHIPBETWEENPERFORMANCEANDEFFECTIVENESSMAYBEEXPECTEDTOSUMUP,THELITERATUREREVIEWLEADSTOTHEFOURTHHYPOTHESISH4THEBETTERTHESALESPEOPLESOUTCOMEPERFORMANCE,THEHIGHERTHELEVELOFSALESFORCEEFFECTIVENESSINTERMSOFASALESFORCEEFCACYANDBSUPERVISORSATISFACTIONFINALLY,ELDSALESMANAGERSWEREASKEDTOINDICATETH
35、EIRDEGREEOFSATISFACTIONWITHTHEIRSALESFORCETHISSATISFACTIONINDICATESTHESALESMANAGERSEVALUATIONOFSALESPEOPLESPERFORMANCEBALDAUFETAL,2001ATHEREFORE,INVIEWOFTHEABOVETHENALHYPOTHESISISPOSITEDH5THEHIGHERTHELEVELOFSALESFORCEEFFECTIVENESSINTERMSOFSALESFORCEEFCACY,THEGREATERTHESUPERVISORSATISFACTIONTOSUMUP,A
36、NDASTHEBIGGESTINVESTMENTSINBUSINESSCOMMUNICATIONCORRESPONDTOTHECOSTOFTHESALESFORCE,THEKNOWLEDGEOFTHESESOURCESOFEFFECTIVENESSWILLFAVOURTHEACHIEVEMENTOFBETTERBUSINESSRESULTSPIERCYETAL,1997FURTHERMORE,INANENVIRONMENTLIKETHECURRENTONE,CHARACTERISEDBYAHIGHLEVELOFCOMPETITIVENESSANDGREATERBARGAININGPOWERIN
37、THEHANDSOFTHEBIGACCOUNTS,SALESORGANISATIONSMUSTLOOKFORALTERNATIVESTOIMPROVETHEIREFFECTIVENESSBABAKUSETAL,1996THESELECTIONOFFACTORSWHICHDISCRIMINATEBETWEENMOREANDLESSEFFECTIVESALESFORCERESPONDSTOTHEFACTTHAT,ASMENTIONEDABOVE,EFFECTIVENESSDEPENDSONFACTORSWHICHAREINTERNALANDEXTERNALTOTHESALESORGANISATIO
38、N,ANDNOTALLMAYBECONTROLLEDBYTHESALESPEOPLEWEHAVETHEREFORECHOSENTHOSEFACTORSONWHICHSOMEKINDOFCONTROLMAYBEEXERTED,INSUCHAWAYTHATTHEINUENCEONTHESEFACTORSBYTHESALESPEOPLETHEMSELVESANDBYTHEIRSUPERIORSENABLESBETTERANDTHEREFOREMOREEFFECTIVEINDIVIDUALANDCOLLECTIVERESULTSTOBEACHIEVEDSOURCEPEDROCANALESSOMEDET
39、ERMINANTSOFSALESFORCEEFFECTIVENESSTEAMPERFORMANCEMANAGEMENT,VOL14NO7/8,2008P298302译文销售人员效力的决定因素PEDROCANALES理论功底和假设的发展销售组织的有效性可定义为一个对组织整体或一群推销员自己提供的个人成就的综合评价结果。这样的评价是通过运用一定的财务指标,如市场份额或利益的贡献。连同这些财务指标,还有其他的有效指标与区域销售经理报酬联系起来例如,获得了新的客户。这种效力受到许多影响,既有内在例如,经理人自己或推销员也有外部的例如,销售员的工作环境。因此,效果参考店员部分负责的受一系列不受他/她的控
40、制的因素影响的指标结果,称为非个人因素或组织和环境变量。更确切地说,根据CRAVENS，BABAKUS，GRANTANDCRAVENS，BALDAUF，PIERCY，ROMAN,现有文献的传统定义相关层面的控制销售人员、专业、性能销售人员的行为和个人性能,确定关键因素方法的有效性。这些概念进行了分析如下。这表明对销售力的控制定义为监测的程度，评价和负责人对销售人员控制的报酬,后者发展他们的工作和任务和公司目标的完成。销售管理可以选择两种相反但互补的制度,以实施控制的任务,行为控制和产出结果控制。行为控制通常是取决于销售人员的工作的投入程度。在结果控制下，销售收入被认为是发挥了充分的水平。控制系
41、统是统一体的两边的一部分。然而,一个公司的控制系统未必正好是其中之一它可能两者都有。OLIVERANDANDERSON确定三要素,允许公司来使用控制他们的销售人员承诺水平,主观控制和报酬机制。因此行为控制主要应用于公司，管理具有重要的责任,暗示积极参与监督、管理和在结果控制被使用时联系推销员和主管。第二,公司将进一步强调行为，要比在控制成效会使用更多的主观机制来控制他们的销售人员。第三,实施控制系统和报酬制度有联系，如果在控制行为上以固定工资为依据，当结果控制被应用时佣金以报酬为依据。此外,这种类型的系统,使销售人员更容易对开发销售活动集中于客户满意,和合乎道德的销售行为。此外,也可以从CHO
42、I的工作推论,该系统使得销售员技术和知识的发展更容易。上述讨论表明,加强对销售员的的控制,尤其是他们的行为,可以提高销售人员的成果。根据销售人员控制的研究，正确设计的控制系统将积极的激励销售人员。成功的有更多产出的销售人员应该有更多的回报。此外,销售控制系统在销售动机的影响上可以积极影响该组织的长期效益。因此,PIERCY发现区域销售经理投入最有效的销售力更大的努力在行为控制上和任务有关。例如,区域销售经理最有效的团队强调销售人员培训作为工具,开发自己的潜力。此外,BALDAUF能够证明在销售人员控制依靠基于行为和更高效水平上的系统之间有积极的联系。因此提出了下面的研究假设H1。对销售员行为的
43、的控制更强,从销售人员效力和主管满意度水平就越高。对于专业的销售人员而言，根据ANDERSONANDOLIVER，主要专业的的行为涉及销售人员的特征包括态度，动机和销售人员的战略行为或方法。因此,在销售人员的态度,专业能力,或者特别的知识和技能与销售人员的工作必须被评估。这些包括知识等方面提供给给客户的产品服务,对工作的公司的了解或工作所需要的销售技能。在他的研究中,BARKER得出的结论是,在两个区域销售经理的看来，销售人员和销售经理和他们执行规定更有效的环境和更高的知识和更高的水平的培训等方面如产品知识或销售技巧。就动机而言，根据CHURCHILL我们能区分销售人员的内在动机和外在动机。前
44、者是个人类型和工作关系,如工作满意而后者则是外在的工作本身,如报酬。PIERCY得到的结论是,最有效的销售员的特征是具有高水平的成就动机。他们觉得他们的工作是充满想象力和创造力的，受环境改变的刺激。最后,内销管理，战略行为或方法可能被理解一些的发展的行动倾向包括销售人员的个人目标和销售组织的总体目标。BALDAUF的研究表明,销售人员的行为控制和战略行为有重要的和积极的关系,可以增加效力；所以那些销售人员的行为更具有战略意义不仅关心他们的销售,而且可以建立客户忠诚度提高他们的销售效力。SUJAN建议销售员可以观察消费者对他们销售策略的反应并迅速做出行为调整可以达到更高的客户满意度和销售效率。鉴
45、于以上所述，更专业的销售人员被期望更有效力。第二个假设H2。依据销售人员效力和主管满意度而言拥有更专业的销售人员，就有更高的水平的销售效力。在此做个建议，有效性和性能的含义是不同的。在这认识上,依据PIERCY,GRANTANDCRAVENS,ANDBALDAUF，销售人员的业绩积极的影响销售人员的有效性。根据CHURCHILL,VARELA,GRANTANDCRAVENS,BALDAUF,PIERCYANDROMAN。其中,我们必须理解性能是行为的结果，就是对公司目标贡献来评估,确定对销售人员的控制而产生的。相反,销售组织方法的有效性被概括的定义为一种的整体组织结果,相当多的实证研究发现的销
46、售力的变化,可由环境及组织因素解释。销售人员存在性能的“好”与“坏”可能因此确定。更确切地说,文献区分的两维度行为表现的性能和结果的性能。销售人员的行为表现包含一系列行动直接或间接与销售和有助于实现个人目标和目的的他们工作的组织目标相关。这样的行动,包括他们的产品或服务的技术知识,合适的销售技术、团队合作能力,任务计划,进行销售采访和跟踪采访。这些任务共有的特性是对销售人员施加有力的控制,不管潜在的销售业绩是否达成。销售员的行动与行为以及态度表现相关，参考文献，与销售人员效力相关。实现高性能要求销售人员具有熟练的销售技巧和计划活动的能力。因此,PIERCY在他们的工作中总结出,最有效且更好的销
47、售力完美的显示在成就指标上，如市场分享、高利润的创造与客户的长期合作关系。此外,CRAVENS发现最高效的团队可以更好的达到公司目标的结果,比如营业额或客户满意度。因此,针对以上情况,我们提出以下的假说H3。对销售人员的效力和主管满意度而言更好的营业员的行为表现有更高的销售水平。基本的销售管理对销售员的销售业绩有积极的影响。销售人员负责对实现销售组织效用执行战略查阅文献结果表明有效的团队在个人销售数字或新客户销售百分比等方面取得更好的成绩。例如,BALDAUF表示,销售员目标的成就水平对销售效力是一项重要预测。在前人研究的基础上，这些作者也确定行为控制可能支持销售人员和销售组织的目标,考虑到这
48、种类型对控制和销售人员性能有积极的关系,期望性能和效力也有积极地关系。综上所述,根据文献资料可以提出第四假说H4。对销售人员的效力和主管满意度而言销售员有更好的产出性能表现有更高的销售力水平。最后,区域销售经理们被要求表明对销售人员销售力的满意度。这种满意度表明这位销售经理对销售员性能的评价。因此,针对以上最后的假说如下H5。对销售人员的效力和主管满意度而言销售力水平越高，就会得到更高的主管满意度。综上所述,作为商务沟通最大的投资是在销售人员的费用上,对效力资源的了解将会成就更好的经营结果。此外,在当前环境,倡导高水平的竞争力和对大客户更大的议价能力,销售组织必须寻找供选方案来提高他们的效力。选择因素区分有效的销售力或多或少的回应在事实上,如上所述,效率高低取决于销售组织的内外因素,并不是销售人员可以都控制的。因此我们挑选那些外在可控制的因素，在这种情况下这些因素的影响,使销售员自己和他们的上级更好更有效的个人和集体可以达到的结果。资料来源PEDROCANALESSOMEDETERMINANTSOFSALESFORCEEFFECTIVENESSTEAMPERFORMANCEMANAGEMENT,VOL14NO7/8,2008P298302
